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Do you want a more rewarding and enjoyable time at work ? That’s a question I have asked many people. Unsurprisingly no one has ever said “no”. But it’s a contradiction when, despite all those positive answers, few people take any of the simple steps they know could to make it happen. As it’s the start of a New Year maybe it’s time to revisit some simple ways in which we could make our work lives easier and more rewarding. Not only that but in the process help our colleagues and organisations perform better. If everyone, both leaders and employees, all successfully implemented just one of these things aimed at helping themselves the many small actions of thousands, if not millions, of individuals would transform the world of work for us all.

What’s amazing is that the things that make a real difference are often so simple and practical. Not only that but we know about them and are probably doing them to some degree but we just don’t realise how powerful they can be. Most of them can be implemented at once and at no cost to ourselves or our organisations and deliver significant benefits. How significant is a question I am always asked, we know that perhaps up to 60% of people in most organisations could give up to 30% more effort if they had better leadership. When you say “leadership” that mean their own boss not the CEO. The vast majority of an individuals day to day performance is determined by their boss not the CEO. In todays pressurised world it’s not just about getting the job done. Here are other figures that show individuals and organisations could perform significantly better :

Every person reading this will want to grow and develop as a person and a professional. But according to one recent survey 68% don’t feel they are being as so don’t see why they should give their best.

Some organisations and leaders also forget that people need to “know why”. Why are they doing what they are being asked to do ? What’s the point ? Explaining this can increase their effort by up to 36%. But even in the few organisations where the business case for what’s being done is explained that’s still not enough. The decision of and employee to give their best has been found to be 57% rational and 43% emotional. Yes, we are all human, and need emotion as well as logic, some inspiring vision of why ! This could be the organisation or teams purpose or just an inspiring objective, but without that emotional element we are throwing away over 40% of our chances of success. That also confirms why the individuals boss is so important, as 80% of the emotional element is determined by how your boss behaves with you day to day. Let’s be honest everyone reading this knows that is the reality of work that we have all experienced ourselves. It’s just how we are.

So what are these things that inspire us to give that extra effort ? Are they some complicated leadership or psychological model ? The answer is no – psychological yes, leadership yes – but complicated no. Here are a few examples; just giving your people regular and constructive day to day feedback can encourage up to 39% extra effort compared to a boss who doesn’t bother, having a development plan that happens 38%, being told how you contribute to the bigger picture 33%, having SMART objectives 30%. Even just your boss showing the genuinely care about you can get 24% extra effort.

Not one of these costs any money to do, requires a course or can’t be done tomorrow. So to make your life, and the lives of those around you, better in 2016 just do more of the things above. And think about how well an organisation full of people doing this would perform ? If every leader did one of these from tomorrow it would transform the world of work for millions, make organisations successful and even boost economic growth. So just take one step to build that inspiring “we not me” ethos where everyone grows, develops and succeeds together. Isn’t that worth the effort in 2016 ?

About Chris Roebuck

Chris Roebuck is a British economist and Hon Visiting Professor of Transformational Leadership at Cass Business School in London. He has held senior roles at UBS, HSBC, KPMG and London Underground and has advised major global organisations at Board Level on leadership and improving performance. As Global Head of Leadership at UBS, his work helped the bank to win Best Company for Leaders in Europe 2005 and several Excellence Awards, next to boosting performance and profits.

The UBS Strategy Project is now a Harvard Business School case study. One of the most influential Human Resource thinkers, he is an often quoted expert in major UK and international press, including the Financial Times, Wall Street Journal, CNN, Bloomberg and the BBC. More than eight billion people worldwide have seen his expertise on television.